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The Influence of Emotional Exhaustion on Organizational Cynicism: The

Sequential Mediating Effect of Organizational Identification and Trust in
Organization

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DOI: 10.1177/21582440221093343

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research-article20222022
SGOXXX10.1177/21582440221093343SAGE OpenAtalay et al.

Original Research

SAGE Open

The Influence of Emotional Exhaustion on

April-June 2022: 1­–25
© The Author(s) 2022
DOI: 10.1177/21582440221093343
https://doi.org/10.1177/21582440221093343

Organizational Cynicism: The Sequential journals.sagepub.com/home/sgo

Mediating Effect of Organizational

Identification and Trust in Organization

Mustafa Ozgun Atalay1 , Pınar Aydemir2, and Taner Acuner1

Abstract
Although many scholars have investigated the influence of emotional exhaustion on an organization, there has been relatively
minimal research regarding emotional exhaustion’s impacts on organizational cynicism as well as the underlying mechanisms
of it. Considering the research gaps, we attempt to find underlying mechanisms that drive the relationship between emotional
exhaustion and organizational cynicism in the present research. In particular, we propose a sequential mediation model
that investigates the relationship between emotional exhaustion and the sub-dimensions of organizational cynicism with
the sequential mediating of organizational identification and trust in the organization. In order to empirically test these
links, we utilized two waves lagged study design with 465 employees working in different sectors in Turkey. Our results
provide empirical support that organizational identification and trust in an organization sequentially mediate the relationship
between emotional exhaustion and cognitive cynicism with affective cynicism. However, the indirect effect of emotional
exhaustion on behavioral cynicism through sequential mediators was not statistically significant. This study theoretically
and empirically contributes to the emotional exhaustion literature by revealing the sequential mechanisms through which
employees’ perceptions of emotional exhaustion affect their cynical attitudes in organizations and offers practical implications
by stressing the importance of employees’ perceptions of emotional exhaustion. Theoretical and managerial implications are
discussed, along with limitations and future research directions.

Keywords
emotional exhaustion, organizational cynicism, organizational identification, trust in organization, sequential mediation

Introduction Existing organizational behavior literature (Cox et al.,

Today, emotional exhaustion (EE) is a severe problem for
organizations. EE is associated with various issues for
affected employees and the organizations. While happy and
engaged employees are more productive (Reijseger et al.,
2017; Shuck & Reio, 2014), those lacking energy or other
resources experience performance declines and are less
likely to engage in prosocial behaviors (Demerouti et al.,
2005; Prentice & Thaicon, 2019). EE is a psychological syn-
drome caused by chronic emotional and interpersonal stress
at work (Lahana et al., 2017). According to Maslach and
Johnson (1981), EE is a psychological syndrome involving
chronic emotional and interpersonal stress experienced by an
employee in an organization. EE is defined as the organiza-
tion’s excessive emotional demands on the employee during
interpersonal interaction that the employee cannot cope with,
resulting in a depletion of emotional resources (Liu et al.,
2020; Schaufeli & Buunk, 2003).
2017) classifies EE as psychological and physical stress.
Emotional exhaustion can be a symptom of many problems
since EE is at the core of burnout (Kristensen et al., 2005;
Mukherjee et al., 2020). Individuals who describe them-
selves as “burnout victims” usually refer to EE experiences
(Maslach et al., 2001). When it relates to job-related conse-
quences like absenteeism and counter-productive work
behavior, EE has a more significant relationship than the
other two parts of burnout, that is, depersonalization and
reduced personal accomplishment (Lee & Ashforth, 1996;
1
Karadeniz Technical University, Trabzon, Turkey
2
Gendermerie and Coast Guard Academy, Ankara, Turkey
Corresponding Author:
Mustafa Ozgun Atalay, Faculty of Economics and Administrative Sciences,
Department of Business Administration and Management, Karadeniz
Technical University, 61000 Trabzon, Turkey.
Email: ozgun_atalay@hotmail.com

Creative Commons CC BY: This article is distributed under the terms of the Creative Commons Attribution 4.0 License
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the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages
(https://us.sagepub.com/en-us/nam/open-access-at-sage).
2 SAGE Open
Ugwu et al., 2017). EE has attracted great attention from
practitioners and scholars because of its adverse effects on
the physical and psychological well-being of employees and
as well as on the performance of organizations (Cropanzano
et al., 2003; Jeon et al., 2018; Maslach & Johnson, 1981).
Given the importance of EE for organizations and their
employees, many scholars have focused their attention on
the consequences of EE. To date, existing literature has iden-
tified a variety of consequences of emotional exhaustion,
including job satisfaction (Lewig & Dollard, 2003; Skaalvik
& Skaalvik, 2017), organizational commitment (Akdemir,
2019; Leiter & Maslach, 1988), intention to leave (Aquino
et al., 2018; Ducharme et al., 2007), organizational citizen-
ship behavior (Cropanzano et al., 2003; Khan et al., 2018),
and counter-productive work behavior (Chen et al., 2020).
However, little is known about whether EE can influence
organizational cynicism (OC) behavior, and the potential
mechanisms underlying this relationship have not yet been
underdeveloped. Therefore, we attempt to close these
research gaps by proposing a sequential mediation model.
Based on the existing literature on EE and OC, we first
expect that emotional exhaustion is associated with higher
levels of OC as employees who are frustrated, depressed,
overwhelmed, and perceive excessive workload tend to
experience a higher level of pessimism, isolation, criticism,
and disparage their organizations (Akhigbe & Gail, 2017;
Johnson & O’Leary-Kelly, 2003). The second purpose of this
study is to examine the mediating roles of organizational
identification (OI) and trust in an organization (TO) in the
EE-OC linkage. In this regard, we expect a negative relation-
ship between EE and OI at the first step of serial mediation.
According to social exchange (Blau, 1964), social identity
(Tajfel & Turner, 1979), and psychological contract theories
(Rousseau, 1989), positive exchanges strengthen one’s ten-
dency to reciprocate effort as well as increase one’s self-
worth, hence enhancing one’s identity with the organization
(Graen & Uhl-Bien, 1995; Islam et al., 2017; Rigotti, 2009).
In light of this explanation, it can be stated that organizations
need to provide satisfactory working conditions for their
employees. If not, psychological contract breaching may
occur, which is one of the most important antecedents of EE
(Topa et al., 2018), then employees are less inclined to iden-
tify themselves with their organizations (Epitropaki, 2013;
Park, 2019). At the second step of serial mediation, we expect
a positive relationship between OI and TO. According to
social exchange and social identity theories, employees that
perceive their organization’s objectives and successes as
their own will have a long-term and trust-based relationship
with the organization (Ogeugbe & Edosomwan, 2021). On
the other hand, employees who do not consider their values
and aims congruent with those of the organization may not
trust them (Ogeugbe & Edosomwan, 2021). Therefore, at the
second step of serial mediation, it can be said that decreased
OI because of the existence of EE has a negative impact on
TO. At the third and last step of serial mediation, we
hypothesized that OI is negatively related to OC. Employees
experience a high level of OC when they perceive that their
organization lacks integrity (Akar, 2019). This alleged lack
of integrity could result from perceived violations of funda-
mental values such as justice, sincerity, and honesty (Johnson
& O’Leary-Kelly, 2003). These values are necessary for
healthy social exchange between organizations and their
employees. Therefore, OC can exist in the absence of trust in
an organization, and an increase in the level of distrust in an
organization is regarded as a sign of cynicism. Thus, it can be
stated that a lack of trust in the organization due to the exis-
tence of EE and lack of identification with the organization
results in OC in the workplace. In other words, EE will affect
employees’ OC behavior through OI and TO (sequential
mediation).
We aim to make two theoretical contributions through this
study. First, while there are numerous critical contextual fac-
tors (e.g., perceived organizational support, justice, organiza-
tional politics, job satisfaction, and organizational commitment;
Al-Abrrow, 2018; Chabiru et al., 2013; Erdogdu, 2018) that
influence OC, very few studies have been conducted on the
influence of EE on OC (Bedük et al., 2015; Vieira-dos Santos
& Gonçalves, 2018; Yaşar & Özdemir, 2016). Besides, the
outcomes of EE are essential to be studied because EE can
very easily spread in the organization (Li et al., 2020) and
affect employees’ OI levels (Johnson & O’Leary-Kelly, 2003)
and their cynical attitudes and behaviors in the workplace
(Akhigbe & Gail, 2017). Second, by investigating the sequen-
tial mediating role of OI and TO in the EE-OC link, this study
contributes to unlocking the “hidden box” of the link between
EE and OC and extends our understanding of the underlying
mechanisms between this link. A multi-theoretical approach
is used in this paper to understand the hypothesized relation-
ships. Therefore, we used the theories of social exchange
(Blau, 1964), social identity (Tajfel & Turner, 1979), conser-
vation of resources (Hobfoll, 1989), and psychological con-
tract (Rousseau, 1989) in the research context and believe that
a multi-theoretical approach provides the current research
more explanatory power.
Literature Review and Hypothesis
Development
The Effect of Emotional Exhaustion on
Organizational Cynicism
EE can be defined as a person’s inability to find the energy to
work and depletion of motivating resources (Han et al.,
2021). The word “resources” refers to the objects, personal
characteristics, and conditions an individual values and their
efforts to achieve them (Bakker &Demerouti, 2007; Barello
et al., 2021; Hobfoll, 1989). In other words, EE is a state of
physical, emotional, and mental exhaustion that occurs when
employees work in complex and emotionally demanding
jobs (Lee, 2018; Schaufeli & Greenglass, 2001).
Atalay et al. 3
EE can be considered the core part of burnout (Jackson
et al., 1986; Maslach, 1982; Mukherjee et al., 2020). EE is
strongly associated with negative consequences such as
helplessness, depression, a reduced sense of self-worth,
weakened social skills, and decreased productivity and per-
formance quality in an organizational environment (Alarcon,
2011; Chen et al., 2020; Rahmani et al., 2018; Teuchmann
et al., 1999; Xu et al., 2020). EE can also be associated with
anxiety and psychosomatic complaints resulting from intense
emotional stimulation and work stress (Demerouti et al.,
2001; Santa Maria et al., 2018). EE is damaging for the indi-
vidual and the organization because of its association with
reduced organizational commitment, worsened organiza-
tional citizenship behavior, and intention to leave (Alharbi
et al., 2020; Kasekende et al., 2020; Li et al., 2020; Piccoli &
Witte, 2015). In cases where EE occurs, a person’s cognitive
and physical abilities—such as attention and memory—are
reduced, leading to an inability to meet the necessary work
demands (Jahanzeb & Fatima, 2018; Schaufeli, 2017a,
2017b). Failure to perform their job can increase an employ-
ee’s level of EE (Welp et al., 2015).
OC is one of the main symptoms of EE. OC is defined as
(i) a negative attitude that employees have toward their orga-
nization; (ii) a belief that the organization lacks integrity, and
(iii) behavioral tendencies that are disparaging and critical of
the organization (Chiaburu et al., 2013 Dean et al., 1998;
Naus et al., 2007). In other words, OC refers to attitudes
characterized by anger at people or groups that develop in an
organization that lacks fairness, honesty, and trust due to a
violation of the organization’s “psychological contract”
(Alev & Bozbayindir, 2021; Wilkerson et al., 2008).
Cynicism shares characteristics with skepticism, distrust,
pessimism, disbelief, and negativity (Erdost et al., 2007; Ryu
& Jun, 2019). Cynicism is a condition characterized by
refusal to accept the values of a particular group and loss of
respect (Głębocka & Lisowska, 2007). The negative atti-
tudes displayed by cynics undermine trust, honesty, and
motivation (Dean et al., 1998; Erdogdu, 2018). Cynicism is a
pessimistic, disillusioned attitude toward explaining events
and others’ goals and leads to a tendency toward self-interest
(Tokgöz & Yilmaz, 2008). According to Andersson (1996),
cynicism is frustration caused by the inability of some insti-
tutions to meet today’s high expectations in a competitive
work environment. Cynicism arises in individuals as a
response and defense mechanism to frustration created by
organizations or management (Alsubaie et al., 2021; Naus
et al., 2007; Simha et al., 2014). The concept of OC emerged
to describe cynical behaviors exhibited within an organiza-
tion. OC arises from processes attributed to organizational
selfishness and the exploitation of employees (Thomas &
Gupta, 2018). OC refers to a low belief that change in the
organization will bring success (Choi, 2011).
Cognitive, affective, and behavioral cynicism are the three
components of OC (Dean et al., 1998). Cognitive cynicism
(CC) is a belief that an organization lacks honesty and intends
to exploit its employees (Pfrombeck et al., 2020). Cynics
accept that deprivation and unethical actions of their organi-
zations are typical (Naus et al., 2007). Cynics commonly
believe that employees will not get the share they deserve
(Guastello et al., 1992; Hussain & Shahzad, 2022). They are
also suspicious of the adequacy of organizational principles
and indifferent to the organization (Dean et al., 1998).
Affective cynicism (AC) includes reacting to the organization
emotionally and shows that cynicism is felt not only intellec-
tually (Nafei, 2013). Cynics may feel a combination of the
following emotions: (a) nervousness, (b) distress/anguish, (c)
anger/rage, (d) disgust, (e) mocking, (f) fear, and (g) shame
(Cicek et al., 2021; Naseer et al., 2020). For instance, cynics
may feel angry about their organizations’ unfair practices and
consequently experience distress, disgust, or shame.
Individuals also reflect their cynicism in their behavior
(behavioral cynicism [BC]). In this dimension, individuals
have lost faith in the integrity of their organization and criti-
cize it with sarcastic humor (Dean et al., 1998; Sungur et al.,
2019). Negative speech about the organization; insincere
smiles, sarcastic looks, and other body languages; and pessi-
mistic predictions for their organization can be seen as atti-
tudes encountered in BC (Rehan et al., 2017).
It is possible to consider conservation of resources (COR)
as a theoretical perspective, which suggests that EE is a cause
of cognitive, affective, and behavioral cynicism. According
to the COR theory, resource depletion is a critical compo-
nent of stress, and it is vital to preventing further resource
depletion (Simha, 2014; Westman et al., 2004). According
to COR theory, OC serves as a self-defensive mechanism
for preventing or limiting further resource depletion in the
event of increased EE (Abraham, 2000; Al-Abrrow, 2018).
In other words, emotionally exhausted employees exhibit
cynical attitudes and behaviors in the workplace that protect
them from further emotional exhaustion (Simha, 2014). As a
result, when employees are emotionally exhausted, they tend
to have negative attitudes toward their organizations and
behave disparagingly toward others. Based on the COR
theory, a cynical employee will essentially avoid further
resource depletion in the form of increased EE.
H1a: EE is positively related to CC.
H1b: EE is positively related to AC.
H1c: EE is positively related to BC.
The Effect of Emotional Exhaustion on
Organizational Identification
Prior research on the behavior of individuals within an orga-
nization has examined how individuals identify with their
organization through their professional interactions (Abbasi
et al., 2021; Ashforth & Mael, 1989; Dutton et al., 1994;
Elsbach, 1999). Social identity is part of the concept of self,
which derives its origin from the individual’s knowledge of
their social groups or group membership, and the emotional
4 SAGE Open
importance attributed to that membership (Bochatay et al.,
2019; Tajfel & Turner, 1979). Social identity should be dis-
tinguished from group belonging or membership.
Identification is a psychological condition in which indi-
viduals perceive themselves as part of a larger whole
(Rousseau, 1998; Steffens et al., 2021). In the light of social
identity theory, OI can be defined as the perception of unity
within an organization or belonging within an organization
(Ashforth & Mael, 1989; Teng et al., 2020). Social identity
theory has contributed to understanding OI and its adapta-
tion to the behavioral field. Social identity theory is based
on the view that an individual achieves a social identity
through belonging to a group and thus achieves a self-image
(Miao et al., 2019; Tajfel & Turner, 1979). Two main
assumptions support this view: The first is that individuals
are motivated to increase their self-esteem (Reade, 2001).
The second is that individuals categorize and compare to
create their environment and determine their place in it
(Belavadi & Hogg, 2019).
OI refers to the process in which the goals of an individual
and an organization are mutually achieved, producing a more
homogeneous and integrated structure (Besharov, 2014;
Cornwell et al., 2018; Hall et al., 1970). OI occurs when indi-
viduals’ beliefs about their organization become self-expres-
sive or self-defining, that is, integrating one’s beliefs about
their organization with their own identity (Chen et al., 2019;
Pratt, 1998). The degree to which individuals share similar
characteristics with their organization defines their organiza-
tional identification (Ravishankar & Pan, 2008).
Definitions for OI often describe organizations’ central,
permanent, and distinctive features (Ashforth & Mael, 1989;
De Roeck & Farooq, 2018; De Roeck et al., 2016). Based on
the social identity theory, OI can be defined as related phe-
nomena: (a) cooperation with the organization, (b) support-
ing the organization attitudinally and behaviorally, and (c)
characteristics that are perceived to be shared jointly with
other members of the organization (Ashforth & Mael, 1989;
Scheepers &Ellemers, 2019). As a result of definitions from
these different perspectives, it can be said that identification
is related to the employee’s self-concept, such as feeling like
a part of an organization, being proud of the organization, or
internalizing organizational values (Riketta, 2005; Suifan
et al., 2020).
The conservation of resource theory (COR) and the psy-
chological contract breach theory can explain the relation-
ship between EE and OI. COR theory assumes that
individuals seek to acquire and maintain values that they
consider essential (Hobfoll, 1989). In addition, individuals
often strive to obtain excess resources and avoid resource
loss. When their valuable resources are either lost or threat-
ened with loss, or when they fail to gain sufficient returns on
their investment in resources, they will experience EE
(Bolton et al., 2012; Hobfoll, 2001; Jin et al., 2018). The sig-
nificance of resources for individuals is derived from their
symbolic value: they are loaded with instrumental value for
achieving the goals meaning of the individuals for whom
they are intended (Hobfoll, 2011). Individuals actively seek
additional resources until they are exposed to stress, invest
resources and accumulate excess resources for future stress-
ors (Fatima et al., 2018; Hobfoll, 2001). However, in cases of
resources lost, resource-depleted individuals attempt to min-
imize further resource loss or depletion (Zhao & Guo, 2019).
As a result, employees who experience a depletion of emo-
tional resources become motivated to reduce the negative
effect of stressors on their work. Individuals frequently
choose a defensive posture rather than active coping strate-
gies to isolate themselves from stressors and conserve their
remaining resources (Hobfoll, 2001; Hobfoll & Shirom,1993;
Zhao & Guo, 2019). They do not risk further resource deple-
tion by attempting to change the organization’s current state
or improve existing working conditions (Ng & Feldman,
2012). Instead, they tend to “decrease their morale, identifi-
cation with the organization, and performance efforts” to
conserve their remaining resources (Wright & Hobfoll,
2004). When an individual’s emotional resources are
depleted, psychological/emotional withdrawal increase sig-
nificantly (Bolton et al., 2012; Lee & Suh, 2020).
When the relationship between EE and OI is considered
in the context of psychological contract breach theory, any
threat to valued resources results in psychological distress
and stress for individuals in workplaces (He et al., 2018). As
a result, the employees lose faith that their contribution will
be rewarded and believe that the organization will not meet
their needs. In this regard, their desire to contribute to the
organization decreases, and their awareness of being a mem-
ber of the organization may also lose meaning and value.
This causes a severe decline in their sense of belonging and
makes them less likely to identify with their organization
(Epitropaki, 2013; Park, 2019). Many studies have found a
negative relationship between emotional exhaustion and
organizational identification (He et al., 2018; Kemp et al.,
2013; Lammers, 2013; Wegge et al., 2012). Based on these
explanations, we proposed the following:
H2: EE is negatively related to OI.
The Effect of Organizational Identification on
Trust in Organization
Trust is an abstract but essential concept that people feel and
guides their behavior. Events, experiences, expectations, atti-
tudes, and social relationships provide the background for
developing a sense of trust (Asunakutlu, 2002; Kong et al.,
2014; Olekalns & Smith, 2009; Yu et al., 2018). Trust is the
“willingness to take risks under uncertainty” (Luhmann,
2018), and the level of trust is “an indication of the amount
of risk one is willing to take” (Schoorman et al., 2007). Chow
and Holden (1997) defined trust as the degree of certainty in
the accuracy and honesty of a person or anything that takes
time to build.
Atalay et al. 5
A person’s trust defines the concept of trust in an organi-
zation, their feelings of support, and their belief that organi-
zation’s commitments will be fulfilled (Brown et al., 2014;
Cropanzano et al., 2017; Crossley et al., 2013; Dirks &
Ferrin, 2002). In organizational settings, a trust includes a
person’s superiors and colleagues, management, working
groups, or the organization as a whole (Gustafsson et al.,
2021; Schoorman et al., 2007; Weibel et al., 2015). Trust in
the organization is the trust employees have in the organiza-
tion’s competence, vision, technology, procedures, manage-
ment, and justice (Krot & Lewicka, 2012). Employees
believe that the organizational rules will be fair, and their
reliance and vulnerability will not be exploited in risky situ-
ations (Pucetaite et al., 2010). Therefore, trust is a collective
or system that includes multiple actors rather than a single
individual or a specific group (Verburg et al., 2018).
The relationship between OI and TO can be considered
within the framework of the social exchange theory. It is
widely accepted that developing strong exchange relation-
ships is necessary to be effective in organizations (Gersick
et al., 2000). Positive relational resources are essential for
employees to build trust in organizations (Bulińska-
Stangrecka & Bagieńska, 2018; Colquitt & Rodell, 2011;
Roberts et al., 2005). Employees who perceive identification
with their organization have a stronger orientation toward
building emotional bonds and trust with the organization
(Hameed et al., 2013). OI is an essential socialization out-
come since it is an employee’s psychological bond to organi-
zations (Ashforth &Mael, 1989; Salvatore et al., 2018).
Through OI, individuals psychologically experience a sense
of partnership with their organization (Cornwell et al., 2018;
Mael & Ashforth, 1992). OI concerns the reduction of uncer-
tainty, the desire for order, and the trust of the individual
(Afsar et al., 2018; Ashforth et al., 2008; Hogg, 2000).
Employees have a strong identification with their organiza-
tion and tend to continue working for it and do their best to
benefit it (Daley & Vasu, 1998). Therefore, an employee
with a solid organizational identity perceives the organiza-
tion as trustworthy. In this regard, the H3 hypothesis is
expressed as:
H3: OI is positively related with TO.
The Effect of Trust in Organization on
Organizational Cynicism
Organizations demand more from their employees, yet what
they grant them does not increase proportionately with each
passing day. Studies revealed that cynicism exists in the work-
place, and its presence causes serious problems (Kanter &
Mirvis, 1989; Mirvis & Kanter, 1991; Peter & Chima, 2018;
Reichers et al., 1997); and cynicism in organizations gradually
increases (Cartwright & Holmes, 2006; Durrah et al., 2019).
Employees appeared to be becoming more cynical, especially
in workplaces afflicted by mistrust, scandals, and opportunism
(Abubakar & Arasli, 2016; Kroll & Pasha, 2021; Twenge
et al., 2004). Cynicism among employees has been linked to
several adverse outcomes, including decreased organizational
commitment (İkinci et al., 2020), job satisfaction (Kökalan,
2019), and performance (Zeidan, Prentince, et al., 2022), as
well as increased intention to quit (Abugre & Acquaah, 2022).
Cynicism is a broad term that includes an attitude of dis-
respect for others and an unwillingness to rely on them
(Brandes et al., 2008). It also contains “negative and insecure
attitudes toward others” (Bateman et al., 1992). On the other
hand, cynicism is not limited to a particular attitude associ-
ated with frustration, hopelessness, and disappointment but
also includes negative feelings and distrust of an individual,
a group, an ideology, social norms, and organizations
(Andersson, 1996; Margelytė-Pleskienė & Vveinhardt,
2018). In this context, organizational cynicism (OC) is a
negative attitude toward individuals within the organization
as a whole that develops as a result of a perceived agent or
organization malfeasance (Dobbs & Do, 2019; Reichers
et al., 1997; Silva & Esparza, 2021). According to Bedeian
(2007), OC is defined as “an attitude resulting from a critical
appraisal of the motives, actions, and values, of one’s
employing organization.” OC can be examined in three
forms. The cognitive dimension of cynicism indicates that an
organization lacks honesty and organizational relations are
determined by self-interest. Therefore, organizations are per-
ceived as inconsistent and unreliable (Brandes et al., 1999;
Thomas & Gupta, 2018). In the affective (emotional) dimen-
sion of cynicism, the employee feels anger, disrespect,
embarrassment, and resentment toward the organization
because of past experiences of dishonesty (Cicek et al., 2021;
Dean et al., 1998). In the behavioral dimension of cynicism,
an employee may make pessimistic predictions about organi-
zational practices. Employees make sarcastic humor, ridicule
the organization’s aim, and humiliate others (Dean et al.,
1998; Durrah et al., 2019).
It is possible to explain the influence of TO on OC using the
psychological contract theory (Johnson & O’Leary-Kelly, 2003).
Psychological contracts are one of the forms of social exchange
that occurs between organizations and their employees (Caldwell
& Peters, 2018; Johnson & O’Leary-Kelly, 2003). The psycho-
logical contract theory identifies the components of an employ-
ee’s contract and the effects of contract fulfillment or
non-fulfillment by organizations (Estreder et al., 2021; Jones &
Griep, 2018; Rousseau, 2001). The psychological contract is
described as the individual’s beliefs and expectations about the
obligations between an organization and an employee
(Rajalakshmi & Naresh, 2018; Rousseau, 1995; Ruchika &
Prasad, 2019). In other words, the psychological contract is a con-
cept that refers to an employee’s individual beliefs about the terms
of a reciprocal exchange between the employee and the organiza-
tion (Richard et al., 2009; Rousseau et al., 2018). Under the reci-
procity norm, employees adjust their contributions how the
organization fulfills its obligations. The psychological contract’s
contents involve employees’ perceptions of the contributions they
6 SAGE Open
promised to provide to the organization and what they believe the
organization has promised them in return (Koh & Yer, 2000; Maia
et al., 2019). The psychological contract includes trust, honesty,
values, principles, fairness, respect, recognition, security, and
equity. These are the forms of perceived promises (Herriot &
Pemberton, 1996; Morrison & Robinson, 1997; Van Wyk et al.,
2019). It is common for promises to be made without being
explicit; instead, they can be inferred from organizational or indi-
vidual actions (Rousseau, 2001; Soares & Mosquera, 2019).
If employees believe that their organizations fulfill their
obligations, they develop trust in them and think that they
will fulfill their future obligations. However, a psychologi-
cal contract breach occurs when an employee perceives an
organization’s failure to comply with implicit and explicit
promises (Robinson & Rosseau, 1994; Scheetz & Fogarty,
2020). OC develops due to this environment when employ-
ees believe their organization lacks trust and integrity. In
particular, alleged violations of fundamental standards such
as sincerity, fairness, and honesty can result in a lack of
these values (Dobbs & Do, 2019; Johnson & O’Leary-Kelly,
2003). These elements are required for a successful relation-
ship in social exchanges between organizations and employ-
ees. In cases where an organization can create a sense of
trust and employees perceive less risk when developing
trust-based relationships, OC and psychological contract
breach (Johnson & O’Leary-Kelly, 2003; Sischka et al.,
2021) may not occur. Organizational trust will not prevail in
a cynical work environment since cynicism is more likely to
emerge in cases of repeated breaches or violations of the
psychological contract (Johnson & O’Leary-Kelly, 2003).
In this regard, H4a, H4b, and H4c hypotheses are stated as
follows:
H4a: TO is negatively related to CC.
H4b: TO is negatively related to AC.
H4c: TO is negatively related to BC.
The Sequential Mediation Role of Organizational
Identification and Trust in Organization Between
Emotional Exhaustion and Organizational
Cynicism
We anticipate integrating all the hypotheses mentioned above
that OI and TO can mediate the relationship between EE and
OC (a serial mediation). Prior research has shown EE is asso-
ciated with decreased OI (Kemp et al., 2013). According to
the conservation of resources and social identity theories, the
main reason for the negative relationship between EE and OI
is that when employees’ emotional resources are depleted,
psychological/emotional withdrawal increases dramatically
(Lee & Suh, 2020) because they tend to conserve their emo-
tional resources for further depletion by withdrawing
(Halbesleben & Bowler, 2007). If employees are emotion-
ally exhausted, their desire to contribute to the organization
decreases (Tourigny et al., 2013). Their consciousness of
being a member of the organization may also lose meaning
and value (Epitropaki, 2012). This negative feeling, in other
words, a decreased identification with the organization, leads
to reduced trust in the organization. Employees cognitively
experience a sense of oneness with their organization when
they identify with it (Cornwell et al., 2018; Mael & Ashforth,
1992). OI has focused on eliminating ambiguity, the need for
order, and the employee’s trust (Hogg, 2000). However, an
employee with a poor organizational identity perceives the
organization unfavorably and distrusts it. Finally, based on
the psychological contract breach theory, employees who
feel a lack of trust in the organization will perceive and dis-
play more cynical attitudes and actions (Johnson & O’Leary-
Kelly, 2003; Serrano Archimi et al., 2018). In summary, we
suggest that EE decreases the level of OI of employees,
which will reduce trust in organizations and ultimately trig-
ger cynicism in the organization. As a result, the selected
theories, assumptions, and hypotheses mentioned above
indicate a sequential mediation model connecting EE and
OC link.
H5a: OI and TO mediate the relationship between EE and
OC.
H5b: OI and TO mediate the relationship between EE and AC.
H5c: OI and TO mediate the relationship between EE and BC.
Methodology
In the research model, EE was considered as an exogenous vari-
able. Further, cognitive, affective, and behavioral cynicism,
which are OC’s sub-dimensions, were considered endogenous
variables. Additionally, OI and TO are examined as sequential
mediating variables in the relationship between EE and the sub-
dimensions of OC. The proposed model is shown in Figure 1.
Research Sample and Population
The data collection period coincided with the COVID-19
global epidemic. Due to the global pandemic of COVID-19,
we could not reach employees of numerous institutions. Due to
legal restrictions and organizational policies, many institutions
were either completely closed or operated with a limited num-
ber of employees during this period. Therefore, we did not have
access to the entire target population for a representative sam-
ple. We used convenience and snowball sampling methods
within these constraints. Convenience and snowball sampling
are the types of nonprobability sampling that members of the
target population meet some practical criteria, such as easy
accessibility or geographical proximity (Dörnyei, 2007). These
sampling methods allow for rapid sampling and provide a com-
plete picture of the population (Speak et al., 2018).
The study was carried out in five cities in Turkey. These
cities are İstanbul, Ankara, İzmir, Trabzon and Hatay. We
could reach 25 institutions operating in the education,
Atalay et al. 7

Figure 1.  The proposed model.

finance, and food sector to carry out the study. The popula- Table 1.  Demographic Statistics.
tion of the study consists of 2,861 people. Data was obtained
Variables Count (%)
electronically during this period to avoid endangering the
researchers’ and participants’ health. Within these constraints Gender
and possibilities, we received 511 responses through the rep-  Female 246 (52.9)
resentatives of contacted institutions. These representatives  Male 219 (47.1)
sent the online survey to the participants’ e-mail addresses. Age
We excluded 56 responses because participants filled the   ≤25 years old 73 (15.7)
questionnaire incompletely or inaccurately. Finally, we used   26–35 years old 271 (58.3)
data from a total of 465 employees for analysis.   36–45 years old 75 (16.1)
Table 1 is related to the demographic statistics, and it   46–55 years old 27 (5.8)
  ≥ 56 years old 19 (4.1)
reveals that 52.9% of the participants were female and 47.1%
Sector
were male. The 26 to 35 age group has the highest number of
 Education 172 (37.0)
people in the survey, making up 58.3% of the total partici-
 Finance 137 (29.5)
pants. About 37% of the participants work in the education
 Food 156 (33.5)
sector. Most of the participants (40.9%) have more than one Work experience
but less than 5 years of work experience. Also, the minimum   <1 year 119 (25.6)
wage (TL)—3,500 TL income group has the highest number   1–5 years 190 (40.9)
of people, making up 23.0% of the total participants. Details   6–10 years 90 (19.4)
of participant statistics are presented in Table 1.   10–15 years 30 (6.5)
  >15 years 36 (7.6)
Monthly salary (Turkish Liras [TL])
Data Collection Methods and Tools   ≤Minimum wage (TL) 71 (15.3)
  Minimum wage (TL)—3,500 TL 107 (23.0)
In order to avoid methodological biases, a two-wave study
  3,501 TL–4,500 TL 60 (12.9)
design was used (Podsakoff et al., 2012). Data for independent,
  4,501 TL–5,500 TL 90 (19.4)
mediators, and the dependent variable were collected at two
  5,501 TL–6,500 TL 80 (17.2)
different points in time from the same respondents who pro-   ≥6,501 TL 57 (12.2)
vided data at Time 1 (T1). Respondents filled out EE, OI, and
8 SAGE Open

Table 2.  Measurement Scales.

Measurement scales Details Items

Emotional This scale was developed by Maslach and Jackson (1981). The 9 items
Exhaustion measurement tool adapted to the Turkish context by Ergin
(1992) was used in the current study.
Organizational This scale was developed by Mael and Ashforth (1992). The 6 items
identification measurement tool adapted to the Turkish context by Şahin
(2014) was used in the current study.
Trust in This scale was developed by Nyhan and Marlowe (1997). The 7 items
organization measurement tool adopted to the Turkish context by Omarov
(2009) was used in the current study.
Organizational This scale was developed by Brandes et al. (1999). There are 13 items, three dimensions:
cynicism three dimensions in the scale: cognitive, affective, and behavioral Cognitive cynicism (4 items),
cynicism. The measurement tool adopted to the Turkish context affective cynicism (5 items), and
by Karacaoğlu and İnce (2012) was used in the current study. behavioral cynicism (4 items).

OT questionnaries at Time 1 (T1). One month later; respon-
dents provided their demographic information with their cynics
attitudes (cognitive, emotional, and behavioral) in organiza-
tions at Time 2 (T2). T1 data was obtained between 19.07.2020
and 15.10.2020, and T2 data was obtained between 18.11.2020
and 01.02.2021. We used the 5-point Likert scale, and it is
ranked as “strongly disagree, disagree, undecided, agree, and
strongly agree,” in ascending order. The measurement scales
used in this study are shown in Table 2.
In testing the hypothesis, we controlled for gender, age (in
years), work experience (in years), sector, and salary
(monthly) because they were found to affect the levels of
employees’ emotional exhaustion (Balducci et al., 2021),
organizational identification (Teng et al., 2020), trust in orga-
nization (Yu et al., 2018), and organizational cynicism
(Biswas & Kapil, 2017).
Data Analysis and Findings
We used the SPSS 25.0 program for the mean of variables,
outlier detection, normality, reliability and correlation test,
detection of multicollinearity problem, and exploratory factor
analysis. We used the AMOS 23.0 program for confirmatory
factor analysis and testing hypotheses. We used maximum
likelihood estimation method in structural equation modeling
was used to estimate parameters between variables (Hair et al.,
2010). We followed prior researchers’ approaches for conduct-
ing data analysis (e.g., Fast et al., 2014), whereby data were
analyzed in a step-by-step manner.
Before conducting exploratory and confirmatory factor
analyses, the research findings should meet basic statistical
assumptions. We examined the skewness and kurtosis values to
determine whether the research data fit the normal distribution.
Skewness and kurtosis values should be between ±1.5 for a
normal distribution (Tabachnick & Fidell, 2013). The normal-
ity test indicated that the skewness values ranged from −0.216
to 0.922, and the kurtosis values ranged from −1.069 to 0.256.
Additionally, outlier detection was conducted based on the
z-value to detect the data that prevented the normal distribu-
tion. The z-value should be between ±3; otherwise, the data
include outliers (Tabachnick & Fidell, 2007). The analysis indi-
cates that the z-values ranged between −1.70 and 2.69.
According to these findings, the data fit the normal distribution
and do not contain outliers. The correlations between the vari-
ables were analyzed to test the presence of a multicollinearity
problem, the variance inflation factor (VIF), and the tolerance
values. The correlation coefficients, the VIF, and tolerance
scores between variables are listed in Table 3.
According to Table 3, no problem of multicollinearity
between the variables was found since the tolerance values
of the variables were greater than .1, the VIF values were less
than 10, and the correlation values did not exceed .90. Based
on the findings, the data is convenient to perform exploratory
and confirmatory factor analysis and the reliability of the
measurement tools used in the study.
As shown in Table 4, the KMO values of the measuring
scales were greater than 0.70. As a result, the data set is conve-
nient for factor analysis (Leech et al., 2005). Since the χ2 value
is significant (p = .00), the data set fits a multivariate normal
distribution (Çokluk et al., 2012). Factor loadings of variables
are greater than 0.32, and explained variance values are greater
than 60%. Based on these findings, the variables examined in
this study have a structure similar to that of the original scales
(Büyüköztürk, 2002; Çokluk et al., 2012; Hair et al., 2010). No
item was found to lower the internal consistency value or cor-
relation between items in any other variable except one item on
trust in an organization. Because the Cronbach’s Alpha scores
are above .90, their internal consistency is considered excellent
(Hair et al., 2010). We decided that the item coded as TO6 in
the trust in organization scale should be removed since the total
item correlation of that item was .12. The item-total correlation
of the items in the scales should be at least .20 (Kalkan & Kaya,
2007). Therefore, we removed this item from the scale. As a
measure of construct validity, AVE values should be greater
than .5, and the CR values should be greater than .7. Besides,
the CR value of each variable should be greater than the AVE
Atalay et al. 9
Table 3.  Means and Pearson Correlation Coefficients.
M SD EE
EE 2.48 1.09 1
OI 3.27 1.18 −.16***
TO 2.87 1.12 −.30***
CC 2.47 1.10 .57***
AC 2.12 1.04 .62***
BC 2.66 1.11 .52***
Note. VIF scores: 1.103–2.125; Tolerance: 0.470–0.869.
EE = emotional exhaustion; OI = organizational identification; TO = trust in organization; CC = cognitive cynicism; AC = affective cynicism; BC = behavioral
cynicism; SD = standard deviation; VIF = variance inflation factor.
**p ≤ .01. ***p ≤ .001.
value (Hair et al., 2010). As shown in Table 4, all of these crite-
ria are met for confirmatory factor analysis.
Confirmatory Factor Analyis (CFA)
After extracting the constructs we conducted through explor-
atory factor analysis, we tested the measurement model for
each construct through confirmatory factor analysis to exam-
ine the factorial structure and the adequacy of the measure-
ment model using IBM AMOS 24.0. Before testing the
study’s hypotheses through structural equation model (SEM),
the psychometric properties of constructs in the hypothesized
model were assessed by performing a confirmatory factor
analysis of the item covariance matrix using the maximum
likelihood estimation technique. Figure 2 illustrates the fac-
tor loadings for each item, and each factor is permitted to
correlate with others. As shown in Figure 2, factor loadings
are greater than 0.6 in all paths. That is, each variable’s com-
ponents can adequately measure the respective variable,
thereby confirming the proposed model’s construct validity.
We used multiple indices in CFA (see Table 5) to assess the
model fit (Hair et al., 2010). A 6-factor model including EE,
OI, TO, cognitive cynicism, affective cynicism, and behav-
ioral cynicism was regarded as the baseline model. In order to
examine the distinctiveness of the key constructs in the pro-
posed model, we compared the baseline model with three
alternative models. As shown in Table 5, the 6-factor
model exhibited adequate fit to the data: χ2/df = 2.14,
p < .05, GFI = 0.89, AGFI = 0.86, RMSEA = 0.05, CFI = 0.85,
NFI = 0.93, TLI = 0.96. More importantly, there was a signifi-
cant difference in multiple indices between the baseline and
alternative models, demonstrating that respondents could dif-
ferentiate the six constructs very well. Thus, the six constructs
in the current study had good convergent and discriminant
validity.
Common Method Variance (CMV)
Most researchers agree that common method variance
(CMV) is a potentially major source of bias in behavioral
research, particularly when using single-informative surveys
OI TO CC AC BC
 
1  
.70*** 1  
−.28*** −.45*** 1  
−.26*** −.43*** .72*** 1  
−.10** −.19*** .57*** .47*** 1
(Podsakoff et al., 2003). Although the current study collected
data at two different time points to control CMV, single-
informative surveys could cause CMV. As a result, we used
the “controlling for the effects of a single unmeasured latent
method component” method to investigate the degree of
CMV (Podsakoff et al., 2003). We established a new mea-
surement model comprising a common method factor and
six local variables. The fit indices exhibited a worse fit for
the one-factor model to our measurement model (χ2/
df = 11.38, p < .05, GFI = 0.72, AGFI = 0.66, RMSEA = 0.13,
CFI = 0.70, NFI = 0.68, TLI = 0.66). We thus consider that
there was non-problematic in the case of the dataset. In this
regard, developed hypotheses can be tested.
Hypotheses Testing
Bivariate and internal correlations between variables were
performed (see Table 3). The Pearson’s correlation indicated
a negative and significant association among some of the
study variables in our model, that is, EE with OI (r = −.16,
p ≤ .01), EE with TO (r = −.30, p ≤ .001), OI with CC
(r = −.28, p ≤ .001), OI with AC (r = −.26, p ≤ .001), OI with
BC (r = −.10, p ≤ .01), TO with CC (r = −.45, p ≤ .001), TO
with AC (r = −.43, p ≤ .001), TO with BC (r = −.19, p ≤ .001).
In addition, there is a positive association between EE and
CC (r = .57, p ≤ .001), EE with AC (r = .62, p ≤ .001), EE
with BC (r = .52, p ≤ .001), and OI with TO (r = .70, p ≤ .001).
This initial correlation analysis suggests that EE at the work-
place leads to decreased OI and therefore reduces the level of
trust in the organization of employees, ultimately leading to
OC among those employees.
To test the proposed model and all direct and indirect
paths, we used Hayes’ PROCESS (Hayes, 2012), which,
according to Field (2013), is “by far the best way to tackle
double mediation.” Using Hayes’ process, we tested our
hypothesized model on a sample of 465 with parameter esti-
mates based on 5,000 bootstrap samples. The bias-corrected
and 95% confidence intervals were then examined. We con-
ducted SEM analysis for the proposed model. The results
showed that the proposed model fits the data well (χ2/df = 2.21,
p < .05, GFI = 0.88, AGFI = 0.85, RMSEA = 0.05, CFI = 0.96,
10 SAGE Open

Table 4.  Reliability, Factor, and Structure Validity Analysis of Measurement Tools.

Construct F1 F2 F3 F4 F5 F6 α CR AVE % of variance

Emotional exhaustion
EE1 0.74 (0.11) (0.19) 0.17 0.17 0.00 .95 .94 .62 39,507
EE2 0.80 (0.03) (0.13) 0.15 0.18 (0.01)
EE3 0.79 (0.06) (0.05) 0.10 0.24 0.02
EE4 0.83 (0.09) (0.12) 0.09 0.15 0.02
EE5 0.88 (0.01) (0.13) 0.08 0.10 0.00
EE6 0.80 (0.05) (0.06) 0.15 0.12 0.07
EE7 0.73 (0.12) (0.03) 0.20 0.10 0.16
EE8 0.72 (0.06) (0.02) 0.24 0.21 0.12
EE9 0.77 (0.16) (0.05) 0.21 0.04 0.12
Organizational identification
OI1 (0.02) 0.79 0.38 (0.07) 0.00 (0.04) .94 .93 .67 18,157
OI2 0.00 0.79 0.39 (0.15) (0.05) (0.10)
OI3 (0.07) 0.84 0.23 (0.04) (0.09) (0.02)
OI4 (0.10) 0.85 0.27 (0.02) 0.00 (0.02)
OI5 (0.05) 0.85 0.23 (0.03) (0.04) (0.06)
OI6 (0.02) 0.80 0.25 (0.10) (0.02) (0.05)
Trust in organization
TO1 (0.16) 0.30 0.81 (0.04) (0.03) 0.11 .95 .91 .62 6,726
TO2 (0.10) 0.35 0.80 (0.20) 0.00 0.01
TO3 (0.11) 0.39 0.78 (0.13) (0.02) 0.06
TO4 (0.14) 0.34 0.82 (0.17) (0.04) 0.03
TO5 (0.08) 0.39 0.75 (0.18) (0.06) 0.07
TO7 (0.10) 0.40 0.74 (0.19) (0.08) 0.02
Cognitive cynicism
CC1 0.26 (0.12) (0.09) 0.71 0.10 0.17 .85 .53 5,097
CC2 0.26 (0.09) (0.18) 0.81 0.23 0.26
CC3 0.29 (0.11) (0.21) 0.76 0.38 0.25
CC4 0.26 (0.05) (0.17) 0.63 0.31 0.30
CC5 0.26 (0.13) (0.23) 0.72 0.18 0.27
Affective cynicism
AC1 0.39 (0.07) (0.15) 0.24 0.74 0.20 .93 .83 .54 3,785
AC2 0.30 (0.13) (0.17) 0.36 0.76 0.23
AC3 0.33 (0.10) (0.19) 0.37 0.74 0.20
AC4 0.33 (0.10) (0.16) 0.29 0.71 0.21
Behavioral cynicism
BC1 0.13 (0.02) (0.01) 0.14 0.08 0.83 .85 .58 3,122
BC2 0.24 0.00 0.00 0.20 0.13 0.84
BC3 0.29 (0.02) (0.09) 0.28 0.16 0.67
BC4 0.38 (0.13) (0.07) 0.18 0.07 0.70
Eigenvalue 13,466 6,173 2,287 1,733 1,287 1,061

Note. CR = composite reliability; AVE = average variance extracted. Kaiser-Meier-Olkin Test and Barlett’s Test of Sphericity  KMO = 0.944; χ2 = 14.532,034;
df = 561; p = .000. Total variance explained = 76,394%.

NFI = 0.93, TLI = 0.95). However, the standardized path
coefficients from TO to BC (β = −.03, p > .05). Therefore,
Hypothesis 4c was rejected (Table 6).
Further, we modified the proposed model by deleting insig-
nificant one path, and then the modified model was retested,
which showed that the revised model fits the data well
(χ2/df = 2.19, p < .05, GFI = 0.88, AGFI = 0.86, RMSEA = 0.05,
CFI = 0.96, NFI = 0.94, TLI = 0.95). After modifying the
process, we found that the standardized path coefficient
between EE and CC was .50 (p < .001), supporting Hypothesis
1a; the standardized path coefficient between EE and AC was
.55 (p < .001), supporting Hypothesis 1b; and the standardized
path coefficient between EE and BC was 0.62 (p < .001), sup-
porting Hypothesis 1c. Further, the results of the regressing OI
with EE were found to be significant (β = −.16, p < .01), which
means, Hypothesis 2 was supported. Furthermore, the result of
Atalay et al. 11

Figure 2.  The results of the confirmatory factor analysis.

Note. EE = emotional exhaustion; OI = organizational identification; TO = trust in organization; CC = cognitive cynicism; AC = affective cynicism;
BC = behavioral cynicism.

Table 5.  Model Fit Indices of the Scales for Confirmatory Factor Analysis.

Model fit indices χ2 χ2/df GFI AGFI RMSEA CFI NFI TLI
Perfect compliance criteria p > .05 ≤3 ≥0.90 ≥0.90 ≤0.05 ≥0.95 ≥0.95 ≥0.95
Acceptable compliance criteria — ≤5 0.85–0.89 ≥0.85 0.05–0.08 >0.90 >0.90 0.90–0.94
6-factor model (proposed model) p ≤ .05 2.14 0.89 0.86 0.05 0.96 0.93 0.96
3-factor model p ≤ .05 10.89 0.74 0.68 0.10 0.73 0.71 0.70
2-factor model p ≤ .05 14.02 0.67 0.61 0.14 0.63 0.60 0.58
1-factor model p ≤ .05 35.47 0.62 0.57 0.27 0.54 0.52 0.51

Note. GFI = goodness of fit index; AGFI = adjusted goodness fit index; RMSEA = root mean square error of approximation; CFI = comperative fit index;
NFI = normed fit index; TLI = Tucker-Lewis Index.

regressing TO with OI is significant (β = .69, p < .001), sup- supporting Hypothesis 4a, and the standardized path coeffi-
porting Hypothesis 3. Then, we found that the standardized cient between TO and AC was −.28 (p < .001), supporting
path coefficient between TO and CC was −.34 (p < .001), Hypothesis 4b (Table 7).
12 SAGE Open

Table 6.  Direct Effect of Emotional Exhaustion on Cognitive, Affective, and Behavioral Cynicism for Revised Model.

Model 1 DV = OI Model 2 DV = TO Model 3 DV = CC Model 4 DV = AC Model 5 DV = BC

  β (SE) 95% CI β (SE) 95% CI β (SE) 95% CI β (SE) 95% CI β (SE) 95% CI
EE −.16** [−0.26, −.20** [−0.28, .50*** [0.40, .55*** [0.46, .62*** [0.53,
(0.05) −0.03] (0.04) −0.13] (0.04) 0.60] (0.04) 0.63] (0.04) 0.70]
OI .69*** [0.63, — — — — — —
(0.03) 0.75]
TO −.34*** [−0.42, −.28*** [−0.36, — —
(0.04) −0.27] (0.04) −0.21]
R2 .03 .53 .41 .45 .27

Note. EE = emotional exhaustion; OI = organizational identification; TO = trust in organization; CC = cognitive cynicism; AC = affective cynicism;
BC = behavioral cynicism; DV = dependent variable; SE = standard error; CI = confidence interval; R2 = R-squared.
**p ≤ .01. ***p ≤ .001.

Table 7.  Model Fit Indices of Proposed and Revised Model.

Model fit indices χ2 χ2/df GFI AGFI RMSEA CFI NFI TLI
Perfect compliance criteria p > .05 ≤3 ≥0.90 ≥0.90 ≤0.05 ≥0.95 ≥0.95 ≥0.95
Acceptable compliance criteria — ≤5 0.85–0.89 ≥0.85 0.05–0.08 >0.90 >0.90 0.90–0.94
Proposed model p ≤ .05 2.21 0.88 0.85 0.05 0.96 0.93 0.95
Revised model p ≤ .05 2.19 0.88 0.86 0.05 0.96 0.93 0.95

Note. GFI = goodness of fit index; AGFI = adjusted goodness fit index; RMSEA = root mean square error of approximation; CFI = comperative fit index;
NFI = normed fit index; TLI = Tucker-Lewis Index.

Sequential mediation analyses for emotional exhaustion and
organizational cynicism.  Finally, we performed bootstrapping
procedures (5,000 draws) with bias-corrected confidence
intervals to evaluate the revised model’s indirect effect and
significance. This mediation approach directly tests the indi-
rect effect between the independent and dependent variables
through seral mediators. Respectively, Hypotheses 5a, 5b,
and 5c stated that OI and TO would sequentially mediate the
relationship between EE and cognitive, affective, and behav-
ioral cynicism (Table 8).
We find that the specific indirect effects of EE on CC and
AC through OI and TO (sequential mediation) were signifi-
cant, which was supportive of Hypothesis 5a (β = .03,
p < .001) and Hypothesis 5b (β = .03, p < .001). Furthermore,
there is a significant direct relationship between EE and CC
(β = .55 p = .001) and AC (β = .55 p < .001). In sum, we con-
firmed that OI and TO sequentially mediated the positive
relationship between EE and CC with AC. Lastly, we find
that the indirect effect of EE on BC (β = .00, p > .00) through
OI and TO was not significant, which was a rejection of
Hypothesis 5c. In this regard, the results of SEM for the mod-
ified model can be seen in Figure 3.
Discussion and Conclusion
Grounded on the multi-theoretical approach, the present
study investigates the influence of overall EE perception on
employees’ OC through sequential mediation of OI and TO,
using a two-wave survey of 465 employees from diverse sec-
tors in Turkey. This study first examined the specific links
between EE, OI, TO, and OC and investigated a sequential
mediation chain by fully integrating these links. The study
results offered strong support for the relationship between
EE and all the sub-dimension of OC and a negative associa-
tion with OI. In addition, we found that OI is positively
related to TO. Besides, our results demonstrated that TO is
negatively associated with cognitive and affective cynicism.
There is no significant relationship between TO and BC in
the study. We also found that EE is the foremost and vital
antecedent of cognitive, affective, and behavioral cynicism.
Finally, our research findings demonstrate that EE was indi-
rectly and positively associated with cognitive and affective
cynicism, and sequentially mediated by first OI and then TO.
These findings have several theoretical and managerial
implications, which are discussed below.
Theoretical Contributions and Managerial
Implications
Scholars have identified many determinants of OC (Chiaburu
et al., 2013; Erkutlu & Chafra, 2017). There is, however, still
a paucity of literature on the link between EE and OC. In this
regard, based on the social exchange, social identity, conser-
vation of resources, and psychological contract breach theo-
ries, the present study makes two main theoretical
contributions to OC literature. First, by investigating the
Atalay et al. 13

Table 8.  Indirect and Total Effect of EE on Cognitive, Affective, and Behavioral Cynicism.

β SE 95% CI β SE 95% CI

Paths Proposed model Revised model

Total indirect effect .11*** 0.02 [0.07, 0.16] .10*** 0.02 [0.07, 0.13]
Indirect effect
EE → OI → CC −.01 0.01 [−0.04, 0.1] — — —
EE → OT → CC .08*** 0.02 [0.04, 0.11] .07*** 0.01 [0.04, 0.09]
EE → OI → TO →CC .04** 0.02 [0.02, 0.08] .03*** 0.01 [0.01, 0.06]
Direct effect (EE → CC) .48*** 0.05 [0.38, 0.57] .50*** 0.04 [0.40, 0.60]
Total effect (EE → CC) .59*** 0.04 [0.51, 0.67] .60*** 0.04 [0.52, 0.68]
Total indirect effect .08*** 0.02 [0.06, 0.12] .08*** 0.02 [0.05, 0.13]
Indirect effect
EE → OI → AC −.01 0.01 [−0.03, 0.01] — — —
EE → OT → AC .06* 0.02 [0.03, 0.09] .05*** 0.01 [0.03, 0.08]
EE → OI → TO → AC .03*** 0.01 [0.01, 0.06] .03** 0.01 [0.01, 0.05]
Direct effect (EE → AC) .55*** 0.05 [0.46, 0.63] .55*** 0.04 [0.46, 0.63]
Total effect (EE → AC) .63*** 0.04 [0.55, 0.71] .63*** 0.04 [0.53, 0.71]
Total indirect effect .02 0.02 [−0.02, 0.05] — — —
Indirect effect
EE → OI → BC .01 0.01 [−0.01, 0.03] — — —
EE → TO → BC .00 0.01 [−0.02, 0.03] — — —
EE → OI → TO → BC .01 0.01 [−0.01, 0.02] — — —
Direct effect (EE → BC) .60*** 0.05 [0.51, 0.68] .62*** 0.04 [0.53, 0.70]
Total effect (EE → BC) .62*** 0.04 [0.52, 0.70] .62*** 0.04 [0.53, 0.70]

Note. EE = emotional exhaustion; OI = organizational identification; TO = trust in organization; CC = cognitive cynicism; AC = affective cynicism;
BC = behavioral cynicism; DV = dependent variable; SE = standard error; CI = confidence interval.
*p ≤ .05.**p ≤ .01. ***p ≤ .001.

Figure 3.  Results of SEM for the modified model.

14 SAGE Open
relationship between EE and OC, our study enriches the lit-
erature on antecedents OC. EE is considered to be associated
with a variety of work-related consequences, both behavioral
and attitudinal (Aronsson et al., 2017; Lee et al., 2011) and is
found to be an essential negative underlying motive that has
a direct effect on the psychological condition of employees
(Wright & Cropanzano, 1998). Therefore, employees will
exhibit more cynical attitudes and behaviors in the case of
increasing EE in organizations. Because of the excessive
demands from organizations, employees’ physical, emo-
tional, and mental resources will deplete; in turn, they will
get emotionally exhausted. In their study, Simha et al. (2014)
found a positive relationship between EE and OC, and stated
that emotionally exhausted employees will guard themselves
by using OC as a self-defensive mechanism (criticizing, dis-
paraging, etc.) to prevent further resource loss. In line with
past literature (Al-Abrrow, 2018; Lee et al., 2020; Simha
et al., 2014) and conformity with our presumptions, we found
that EE is positively related to cognitive, affective, and
behavioral cynicism and plays a vital role in triggering cyni-
cism in the workplace.
The study also supports the evidence presented in the lit-
erature regarding a negative relationship between EE and
OI, which was rarely studied (Kemp et al., 2013). EE arises
due to the cumulative impact of job demands and job-related
stressors if employees have insufficient job resources
(Bakker & Demerouti, 2007; Barello et al., 2021). In the
absence or lower level of EE in organizations, constructive
relationships between employees and organizations develop,
and positive experiences increase the intensity and quality
of the relationship (Schaufeli, 2006). Additionally, employ-
ees “save” and “collect” emotional resources if they experi-
ence constructive relationships in the organizations (Bakker
& Demerouti, 2007). However, if the employees experience
EE, the social exchange relationship between the employees
and the organizations suffers (Schaufeli, 2006). In this case,
organizations cannot fulfill their commitments and employ-
ees’ well-being decrease (Lapointe et al., 2020). In this
regard, employees may experience EE due to an increase in
sources of stress. They use their emotional resources to pre-
vent emotional exhaustion (Bakker & Demerouti, 2007).
Finally, employees limit their socio-psychological bonds
and keep low-level relationships with the organization not
to lose their further emotional resources (Hobfoll, 1989;
Westman et al., 2004). In such an environment, EE has a
negative impact on OI. Consequently, as in the previous
study (Kemp et al., 2013), increasing job demands and a
consistent depletion of energy can be conductive to EE, and
EE plays a critical role in reducing the level of OI of
employees.
Most studies found that TO positively impacts OI (Kaya
et al., 2017; Prasanthi, Geevarghese, et al., 2021; Schaubroeck
et al., 2013; Tseng et al., 2005). However, there is little atten-
tion on the impact of TO on OI (Hameed et al., 2013). The
findings of the study reveal that TO significantly and
positively affects OI. According to social identity and social
exchange theory, employees who identify themselves with
their organizations have short and long-term socio-psycho-
logical interactions (Grice et al., 2006). Social exchange
relationships can be sustained as long as the parties’ mutual
expectations are fulfilled (Köksal, 2012). Employees who
identify themselves with their organizations adopt the orga-
nizations’ values, goals, norms, and procedures. Therefore,
employees perceive the organization as a part of their iden-
tity and consider it a social identity for those who do not
work there (Ashforth & Mael, 1989). If organizations meet
employees’ belonging needs, employees are more likely to
adopt organizations’ aims, values, and contribute directly to
the organizations’ success (Riketta & Van Dick, 2005). From
this perspective, mutual relationships between the employ-
ees and the organizations improve. Positive interactions
between the employee and the organization develop the
employee’s trust in the organization. In this light of explana-
tion, we expect OI has a positive impact on TO. Past studies
suggested that OI can be viewed as the antecedent of TO
(Hameed et al., 2013), as OI will induce employees’ coopera-
tion and engagement at work, need for belonging, and reduce
uncertainty (Tüzün & Çağlar, 2008). Therefore, positive
mutual relationships strengthen the employees’ trust in the
organization.
The study found a negative relationship between TO and
employees’ cognitive and affective cynicism. This research
result was consistent with past studies regarding OC (Akar,
2018; Chiaburu et al., 2013). Based on the psychological
contract theory, employees become cynical toward organiza-
tions if organizations lack integrity, consistency, and compe-
tency (Johnson & O’Leary-Kelly, 2003; McDermott
et al.,2013). Kim et al. (2009) implied that OC is influenced
by employees’ untrustworthiness toward organizations and
indicates that if top management’s credibility (trustworthi-
ness and competence) decreases, employees become cynical
toward organizations. James (2005) pointed out that unfavor-
ably experiences in the past regarding trust in organizations
may lead to the development of OC. Additionally, Akar
(2018) mentioned that a lack of trust in organizations
increases the level of OC. However, there is no relationship
between TO and BC in the study. Therefore, the study find-
ing indicates that employees may be aware of a lack of trust
in the organization and develop negative feelings and opin-
ions toward organizations but do not display their reactions
on the behavioral level. Organizational silence may be the
possible contextual factor of hiding these reactions on a
behavioral level since employees believe that the reactions
will not be taken into consideration by organizations
(Goldberg et al., 2011).
Furthermore, this study found that OI and TO served as a
tandem mediating effect on the relationship between EE and
cognitive and AC (except BC), which contributes to our
understanding of deeply potential mechanisms behind the
EE-OC link. Prior research revealed that EE is positively
Atalay et al. 15
related to OC (Gkorezis et al., 2015; Kranabetter & Niessen,
2017; Sak, 2018; Simbula & Guglielmi, 2010; Simha et al.,
2014). However, to the best of our knowledge, no prior has
investigated the underlying mechanisms of emotional
exhaustion’s effects from the perspective of OI and TO. It is
apparent from the results and our proposed model that
employees’ EE perceptions first influence their identification
level with the organization. When employees in organiza-
tions experience EE, they prefer to withdraw emotionally
from the organization to conserve their emotional resources
for further depletion (Halbesleben & Bowler, 2007). If
employees do not identify themselves with their organiza-
tion, their beliefs and goals do not align with the organiza-
tion, which may decrease their trust in organizations
(Epitropaki, 2012). At the final step of serial mediation,
reduced trust in an organization ultimately triggers cynicism
in organizations (Chiaburu et al., 2013). The result unravels
a more complex process mechanism underlying the relation-
ship between EE and OC, which contributes to deepening
our understanding of the EE-OC relationship.
The current study has several important implications for
organizations. First, this study found that EE has a positive
impact on the sub-variables of OC. Therefore, to decrease
employees’ OC levels, organizations should handle employ-
ees’ problems related to EE in organizations. We can see
some essential leverage points that practitioners may use to
reduce employees’ EE levels. For instance, by lowering
some job demands such as unreasonable workload, work
pressure, and role ambiguity, employees meet the demands
of the job (Grokrezis et al., 2015). By reducing the level of
EE, employees feel a lower level of cynicism toward their
organization. Second, we found that EE is negatively
related to OI. Based on this finding and previous research
(Kemp et al.,2013), organizations should eliminate exces-
sive work demands and increase work resources (coaching,
autonomy, peer support, team cohesion, socialization, feed-
back, rewards, etc.) to increase the identification level of
their employees. Third, the current study showed that TO
has a negative impact on cognitive and affective cynicism.
In this regard, organizations need to create, strengthen, and
maintain an atmosphere of trust to reduce cynicism in the
workplace by implementing fair practices and having con-
sistency and accountability (Akin, 2015; Polat, 2013). In
addition, organizations should support organizational com-
munication and an open-door policy that allows employees’
issues to be brought to their supervisors without hesitation
to increase trust at the workplace (Chiaburu et al., 2013).
Finally, the current study showed that OI and TO play a
significant sequential mediating role in the relationship
between EE and CC with AC, which signifies that support-
ing the employees, increasing their job resources, and elim-
inating excessive workload are quite crucial for “killing”
cynicism in organizations (Simha et al., 2014). Therefore,
employees are more likely to feel comfortable with their
organization.
Limitations and Directions for Future Research
Despite the implications mentioned above, this study has
some limitations that should be considered in future research.
First, since our data comes from a single country, Turkey, it
is difficult to generalize our findings to other cultures beyond
Turkey. Although EE is a global phonenoma regardless of
Western or Eastern society (Schaufeli et al., 2009), there can
be cultural differences in the perception of emotional exhaus-
tion (Schaufeli, 2017a, 2017b). National culture influences
organizations’ social interactions, norms, and expectations,
and therefore, may affect EE, which affects OI, TO, and OC.
Thus, future studies could identify the cultural differences in
the hypothesized relationship. Second, since the sample was
drawn from only white-collar participants and over-repre-
sented by the 26 to 35 age group, the results should be very
cautiously generalized beyond this study. Therefore, future
research should be designed to include more proportionally
representative samples. Third, this study used self-reported
scales for the constructs. While we applied procedural and
statistical methods to minimize concerns about common
method bias (Podsakoff et al., 2012), the relationship between
antecedents and consequences can still be inflated due to the
limitations of self-reported data. As a result, future research
is expected to avoid the common method bias problem by
utilizing longitudinal designs or focusing on quasi-experi-
mental research designs. Fourth, we used quantitative data to
analyze the hypothesized model and its relationships in the
study. Qualitative data sources may be considered in future
research to explain why or why not such types of relation-
ships prevail and to validate the study results. Finally, future
research can also test the actual mediation model with differ-
ent mediating variables that may affect the exogenous vari-
ables or be affected by endogenous variable(s), such as job
satisfaction, organizational commitment, and organizational
justice that may affect OC or affected by EE. Despite these
limitations, our research contributes to emotional exhaustion
literature by suggesting theoretical and empirical implica-
tions pertinent to the dynamics of organizational cynicism.
Appendix
Emotional Exhaustion, Organizational Identification, Trust
in Organization, and Organizational Cynicism Scale
ItemsThe scales used in the study were measured on a five-
point Likert-type scale where 1 = Strongly Disagree and
5 = Strongly Agree.
Emotional Exhaustion Scale (α = .945)
(1) I feel emotionally drained from my work.
(2) I feel used up at the end of the workday.
(3) I feel fatigued when I get up in the morning and have
to face another day on the job.
(4) Working with people all day is a strain for me.
(5) I feel burned out from my work.
16 SAGE Open
(6) I feel frustrated by my job.
(7) I feel I am working too hard on my job.
(8) Working with people directly puts too much stress on
me.
(9) I feel like I am at the end of my rope.
Organizational Identification Scale (α = .938)
(1) When someone criticizes my organization, it feels
like a personal insult.
(2) I am very interested in what others think about my
organization.
(3) When I talk about my organization, I usually say
“we” rather than “they.”
(4) My organization’s successes are my successes.
(5) When someone praises my organization, it feels like
a personal compliment.
(6) If a story in the media criticized my organization, I
would feel embarrassed.
Trust in Organization Scale (α = .951)
(1) The organization where I work always treats me fairly.
(2) The organization where I work always keeps one’s
promise.
(3) The organization where I work always backs me up
when I need help.
(4) I trust the organization where I work is honest with its
employees.
(5) The organization where I work awards me and sup-
ports me as long as I do my work well enough.
(6) The organization where I work cares about my
problems.
(7) I trust this organization’s policies related to employees.
Organizational Cynicism Scale (α = .932)
Cognitive Cynicism
(1) I believe that my organization says one thing and
does another.
(2) My organization’s policies, goals, and practices seem
to have little in common.
(3) When my organization says it is going to do some-
thing, I wonder if it will really happen.
(4) My organization expects one thing of its employees
but rewards another.
(5) I see little similarity between what my organization
says it will do and what it actually does.
Affective Cynicism
(6) When I think of the organization I work for, I feel
nervous.
(7) When I think of the organization I work for, I feel
irritated.
(8) When I think of the organization I work for, I feel
angry.
(9) When I think of the organization I work for, I feel
anxious.
Behavioral Cynicism
(10) I often talk to others about “how things are done” at
my organization.
(11) I criticize my organization’s practices and policies
with others.
(12) I exchange “knowing” glances with co-workers.
(13) I complain about things that happen at my organiza-
tion to friends outside the organization.
Declaration of Conflicting Interests
The author(s) declared no potential conflicts of interest with respect
to the research, authorship, and/or publication of this article.
Funding
The author(s) received no financial support for the research, author-
ship, and/or publication of this article.
Ethical Approval
Before participants volunteered to participate in the survey, the
authors briefed them about the research and obtained their informed
consent.
ORCID iD
Mustafa Ozgun Atalay https://orcid.org/0000-0001-6208-4834
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